Managing change: managing

people

Opportunities CEPA offers to nature managers

in Europe

CEC Expert Meeting, Valsain Spain, 13 – 16 June 2004Frits Hesselink

CEC & CEPA

• Conventions/CEPA: one of the 3 CEC spearheads

• CEPA makes the conventions work!

• But ‘how to sell the added value of CEPA’?

CEC focus

AdvocacyCapacity developmentKnowledge management

New website – tools for programmes

Challenge for this conference

1. Define CEPA more concretely

2. Identify opportunities for nature conservation

3. Analyze the principles of CEPA

4. Formulate guidelines for CEPA

This presentation

• Conservation: how to deal with changes

• Added value of CEPA to realize change

• Suggestions for further discussion– Definition– Opportunities– Principles– Guidelines

Conservation = change management

Changes conservation faces

urbanization, roads, dams,windmill parks

mass tourism, consumerism,waste

impact of mountain bikes,motor bikes, cars

international conventions,Natura 2000

society becomes core toconservation

managers constantly facenew challenges

managing change becomes aprimary task

people are key to realize theneeded changes

Managing people’s behavior

Managing people

Stick - Carrot - Drum

People’s behavior is part of (social) systems

CEPA: social instruments

Conservation managers & people

NORMAL REFLEXLaws, regulations, plans;

Request (in vain) for more

money as an incentive for

change;

More research on nature and

people, more pilot projects…

BUT stay behind your desks…!

RESULTS: NO CHANGEunsolved problems, paper parks

no public awareness, no cooperation

negative image, bad publicity

fear to meet real people

It takes more to change systems:

CEPA can make a difference here

Usually most managers think CEPA is a responsibility for the PR experts and educators…

In reality managers take many (un-informed) CEPA decisions!

Example

Communicating Biodiversity to private forest owners

Movie or innovation?

Intended un-informed CEPA approach

We need a movie to convince privateforest owners to care about biodiversity

Show the differences between clearcutting and selective cutting

We need animation, dramatic pictures, visuals of forest managed close to nature

When does the movie reach all 200.000owners? What will motivate them towatch? What will it change in them?

Strategic social intervention in the system

Introduction of a new way of forestmanagement, concentrate on pioneers

Pioneers doing a successful experimentswill set the agenda Forest Department

Use inspectors to identify potentialpioneers (opinion leaders, academics,not dependent on forest)

Small seminars, fieldtrips, helpdesk for‘guided’ experiment

What triggers change?

Un-informed CEPA approach

Managers focus on media; come up with

fun idea, that captures the imagination

Approach convince people individually;

social environment not analyzed

Content and message are secondary and

cannot answer why or what questions

Strategic social intervention in the system

Managers analyze social system; plan

strategically to achieve desired outcomes

Interventions are focused on goals -

audiences and messages determine media

Target audiences are involved in planning;

Interventions are based on their values

Pulsatilla grandis in Boč threatened by trampling by visitors

Relation managementTriggers change

What laws cannot do!

Previous approach:

Law enforcement, education,public awareness, fences byPA - not being aware of otherinterest groups with differentand conflicting messages

Each year escalation of theproblem and conflicts between visitorsand interest groups; and betweeninterest groups who all think theyhave the right solution and approach.

CEPA approach: relation management

Bring stakeholders togetherFocus groups to explore motives forcooperationManagement plan realizing joint solutionsJoint execution of management plan- Communication interventions (timely tailored

and targetted information on event management)

- Mobility interventions (ramps, parkings, busses)

Evaluation and follow-up (outsourcing eventmanagement)

The results of the CEPA approach Boč, 1st May 2003, 2004

Wolves - recently appearing in Beskydy - threatened by farmers

Crisis management approachtriggers change

What money cannot do

Previous approach

Formal compensation proceduresPublications, lectures on howfarmers should protect their sheepCommunication aimed to provethrough facts and figures that wolvesdo not pose a threat & press ‘has it allwrong’.

Increase of public outrage in press,relationships worsens; farmerspropagate shooting wolves&PA staffs.

CEPA approach: crisis management

Overcome own fears, prejudices visit farmers, listen to concerns Start regular meetings with opinion leaders oncommon concerns and interestsProvide bureaucratic support for farmers’ needs,

e.g. approach municipality to improveroads; proposal to Ministry to improve indemnity procedure; help with procedure;support local publication on sheep farming.

Some farmers start taking preventive measuresJoint evaluation and planning of next steps.

Disappearing ecological networksin Slovenian Karst and Istria

Marketing approach triggers change

What research cannot do!

Previous approach

Research by different organizationsfunded by EU, lectures,conferences, website, exchangewith similar initiatives in Italy andCroatia, science approach, lawsregulations, legal enforcement, norestoration action

Each year more ponds used asgarbage dump, dried up, fallingapart, or totally disappear, mappingmore and more difficult

CEPA approach: marketing

Opinion leadersFocus groupsMotives for new use of pondsManagement plan realizing joint solutions,joint execution of plan- Communication interventions (timely

tailored and targetted information on opening ceremony)

- Technical interventions (funds, construction material, detailed technical plan, supervision ‘sustainable’ and traditional construction)

Evaluation, report recommending next steps

‘Paper’ Park Peca Topla

Customer orientation triggers change

After three years Biodiversity Strategy is still not coming off the ground:

Personal approach triggers change

Over exploitation threatens peat bog in Sucha Hora

Informal approach triggers change

Spiranthis spiralis threatened by natural succession in Bukovske Vrchy

Network management triggers change

From

Focus only on conservation

Focus only on science

Focus on media

Push strategy

Behaving as experts

Villagers as ‘objects’

Planning based on assumptions

To

Focus also on wider system

Focus also on people

Focus on change strategy

Pull strategy

Behaving as partners

Villagers as ‘subjects’

Planning based on motives stakeholders

CEPA: changes in approach

Conclusion 1

CEPA definition

CEPA

Series of planned targeted interventions

in the social environment (people as customers)

of a concrete issue we want to solve

producing the change/result desired by nature

management objectives (often in combination

with ‘stick & carrot’)

Conclusion 2.

CEPA opportunities

CEPA offers opportunities for

Public-private partnerships

Participation & support

Local capacity

Introduction new policy

New constituencies

Agenda setting

Making programs sustainable

Better conservation practice

Improving reputation

Etc.

Conclusion 3

CEPA principles

Characteristics of CEPA interventions in the social system

Face to face meetings opinion leaders

Focus groups, Kitchen meetings,

Round tables, Joint exploration

Joint strategic planning with

stakeholders of instrument mix

Free publicity, media as tools

Feedback, Adaptive management

System approach

Marketing

Relation management

Network management

Crisis management

Customer orientation

Personal approach

Conclusion 4 CEPA guidelines

Appreciate complexityInvest in human capacityPsychology of value systemsTake enough time

Guidelines - lessons learned

1. CEPA = management responsibility: change in management style – trans-diciplinary approach

2. Invest in situation & system analysis – real problem, pressure point – go only for essential changes

3. Involve individuals in planning for change: ‘second best’ is ‘better’ than ‘best’!

4. Give people a chance to air their objections; always take group norms and habits into account

5. Internal communication: everyone is a PR officer – horizontal and vertical (involve bosses)

6. Learn how to work in teams; monitor, evaluate, adapt and give positive feedback

Thanks to IUCN project teams from

Slovakia, Slovenia, Czech Republic for learning and photos!

I look forward to your reactions!

hesselink@hect.nl www.hect.nl